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attribute: Career Development

8 Ways to Measure Diversity That Have Nothing to Do With Hiring

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ATTRIBUTES
  • Career Development
  • Measuring and Evaluating
  • Organizational Culture
  • Supply Chain

SOURCE
  • Fortune

TYPE OF RESOURCE
  • AArticle

TARGET AREA
  • Strategy

TARGET UNIT
  • Diversity & Inclusion, Human Resources, Senior Leadership

LINK TO RESOURCE

8 Ways to Measure Diversity That Have Nothing to Do With Hiring

Fortune
This article illustrates eight unique ways to measure the effectiveness of a business’s diversity and inclusion programs, beyond hiring and recruitment data.

The eight components to consider while measuring diversity are:

  1. Title and level within the company
  2. Rate and time of promotions
  3. Access to special projects
  4. Exposure to upper management
  5. Evaluate partnerships
  6. Check support groups
  7. Consider age
  8. Supplier diversity program

 

To learn more, click here.

Making it Work! How to Effectively Manage Maternity Leave Career Transitions: An Employer’s Guide

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ATTRIBUTES
  • Career Development
  • Recruitment, Retention and Promotion
  • Workplace Flexibility

SOURCE
  • Canadian Education and Research Institute for Counselling

TYPE OF RESOURCE
  • GGuide

TARGET AREA
  • Family-friendly, Strategy

TARGET UNIT
  • All Management, Human Resources

LINK TO RESOURCE

Making it Work! How to Effectively Manage Maternity Leave Career Transitions: An Employer's Guide

Canadian Education and Research Institute for Counselling
This guide is a comprehensive manual to help employers tailor specific strategies to the needs of their organization and employees as a result of pregnancy, birth, or adoption.

Some recommendations found are:

  • Before maternity leave:
    • Conduct exit interviews with employees before they leave to discuss questions and possible concerns, as well as expectations from both sides
    • Establish a communication plan to determine how often communication will take place during maternity leave
  • During maternity leave:
    • Provide women with optional opportunities to participate in team events, meetings, training seminars, etc.
    • Organize “Comeback Coaching” to support the transition before returning to work and reinforce organization’s support on women
  • After maternity leave:
    • Conduct return to work interviews to assess possible challenges, re-engage in the career dialogue, and determine further support required
    • Encourage mentorship and sponsorship opportunities (different from “buddy system) to support women’s career development and progression opportunities

To learn more, click here.

Catalyst Women on Board – Solving the Boardroom Diversity Challenge Through Sponsorship

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ATTRIBUTES
  • Career Development
  • Leadership

SOURCE
  • Catalyst

TYPE OF RESOURCE
  • PProgram

TARGET AREA
  • Board of Directors, Programs and Initiatives

TARGET UNIT
  • CEO, Human Resources, Senior Leadership

LINK TO RESOURCE

Catalyst Women on Board – Solving the Boardroom Diversity Challenge Through Sponsorship

Catalyst
This is an active sponsorship program for women board candidates to enable women’s advancement on to boards and to enable companies to find and appoint women board candidates. Catalyst Women on Board is an annual program in which Catalyst invites senior executive women, considered to be strong candidates for corporate board appointment, and pairs these women with experienced corporate board members who mentor and champion them for two years with the objective of attaining corporate board appointments. The women candidates, after a process of selection, require a company’s sponsorship to participate in the program, as it has a cost.

To learn more about this program, click here.

List of Women’s Associations

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ATTRIBUTES
  • Career Development
  • Outreach Initiatives and Partnerships

SOURCE
  • Women of Influence

TYPE OF RESOURCE
  • LList

TARGET AREA
  • Employee Support, Implementation

TARGET UNIT
  • Diversity & Inclusion, Human Resources

LINK TO RESOURCE

List of Women's Associations

Women of Influence
This website provides a comprehensive list of industry-specific women’s associations in Canada that your organization could partner with to support gender equality efforts.

To see associations, click here.

My Career Toolkit: Professional Associations and Networking Groups

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ATTRIBUTES
  • Career Development
  • Outreach Initiatives and Partnerships

SOURCE
  • Catalyst

TYPE OF RESOURCE
  • TToolkit

TARGET AREA
  • Employee Support, Implementation

TARGET UNIT
  • Diversity & Inclusion, Human Resources

LINK TO RESOURCE

My Career Toolkit: Professional Associations and Networking Groups

Catalyst
Catalyst has created a list of several professional associations and networking groups for women, LGBTQI, visible minorities, and people with disabilities around the world and in Canada. Some of the Canadian groups are:

  • The Canadian Federation of Business and Professional Women (BPW)
  • Canadian Association of Women Executives & Entrepreneurs
  • Women’s Executive Network (WXN)
  • Aboriginal Professional Association of Canada (APAC)
  • Black Business and Professional Association (BBPA)
  • exeQutive
  • Canadian Association of Professionals with Disabilities

To learn about more groups, click here.

Employee Resource Groups: Toolkit for Diversity and Inclusion Practitioners

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ATTRIBUTES
  • Career Development
  • Organizational Culture

SOURCE
  • The Canadian Centre for Diversity and Inclusion

TYPE OF RESOURCE
  • TToolkit

TARGET AREA
  • Development, Programs and Initiatives

TARGET UNIT
  • Diversity & Inclusion, Employee Resource Groups, Human Resources

LINK TO RESOURCE

Employee Resource Groups: Toolkit for Diversity and Inclusion Practitioners

The Canadian Centre for Diversity and Inclusion
The Canadian Centre for Diversity and Inclusion created this toolkit to provide practical suggestions and strategies for implementing and managing Employee Resource Groups within companies. The toolkit contains information about:

  • Types of ERGs: Cultural, inter-generational, single parents, working parents, women, etc.
  • Value of ERGs:To organizations and individuals (e.g. community and ally building; engagement, inclusion, and retention; leadership and professional development)
  • Barriers and Challenges:Examples of what ERGs face in Canadian organizations (e.g. buy-in from management and leadership; ERG structure and logistics; membership engagement and retention)
  • Setting Up ERGs for Success: CCDI recommends action in aspects such as formal structures and budget; communications and synergies; accountability; engaging stakeholders; etc.

To learn more, click here.

ERLI: Employee Resource Leadership Initiative

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ATTRIBUTES
  • Capacity Building and Awareness Raising
  • Career Development

SOURCE
  • Catalyst

TYPE OF RESOURCE
  • IInitiative

TARGET AREA
  • Development, Programs and Initiatives

TARGET UNIT
  • Diversity & Inclusion, Employee Resource Groups, Human Resources

LINK TO RESOURCE

ERLI: Employee Resource Leadership Initiative

Catalyst
Catalyst created the Employee Resource Leadership Initiative (ERLI) to engage and connect Employee Resource Group leaders across companies, industries, functions, and regions. ERLI has virtual and live events that aim to share ideas and practices while learning how to amplify inclusion. Additionally, Catalyst holds an annual ERLI Conference and an ERG Community via social media.

To learn more, click here.

What Men Can Do to Be Better Mentors and Sponsors to Women

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ATTRIBUTES
  • Career Development
  • Leadership

SOURCE
  • Harvard Business Review

TYPE OF RESOURCE
  • AArticle

TARGET AREA
  • Implementation, Programs and Initiatives

TARGET UNIT
  • Diversity & Inclusion, Human Resources, Senior Leadership

LINK TO RESOURCE

What Men Can Do to Be Better Mentors and Sponsors to Women

Harvard Business Review
This article explores the need for companies to develop sponsorship programs to uplift the diverse talent in their organizations. The article provides eight key recommendations for leaders and companies to improve their sponsorship programs:

  1. Identify high potential diverse talent: Sponsors should look for driven and ambitious individuals with different experiences and perspectives from their own. They should seek the help of HR and other leaders if needed.
  2. Determine the best stretch role: Sponsors should support protégés for opportunities with high visibility that would benefit both the individual as well as the business. Some conditions to identify the best opportunities are: high risk, involve working with strategic clients, an assignment ofstrategic importance to the business, starting something new, etc.
  3. Position the role: Sponsors should consistently encourage protégés to overcome barriers and give them confidence to advance their position in a given company.
  4. Provide opportunities for development and support: Sponsors should support their protégés in achieving the skills and expertise needed to succeed. Furthermore, they should ensure that these resources are provided by their organization. Additionally, the organization should educate sponsors on the unique challenges faced by more vulnerable groups, including women of colour.
  5. Pave the way: Sponsors should take the responsibility of introducing their protégés to relevant influential individuals in their network that would benefit their success.
  6. Ensure protégés receive candid, performance-based feedback: Sponsors should ensure that their protégés receive clear assessments of their performance with specific guidance to help them improve their results and promote career development.
  7. Help protégés persist: Sponsors must ensure that their organization supports their protégé in light of mistakes or criticism from others.
  8. Champion promotions and recognition: Sponsors should outwardly advocate for their protégés to receive raises, promotions, and recognition if deserving.

To learn more, click here.

A Lack of Sponsorship is Keeping Women from Advancing into Leadership

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ATTRIBUTES
  • Career Development

SOURCE
  • Harvard Business Review

TYPE OF RESOURCE
  • AArticle

TARGET AREA
  • Implementation, Programs and Initiatives

TARGET UNIT
  • Human Resources, Senior Leadership

LINK TO RESOURCE

A Lack of Sponsorship is Keeping Women from Advancing into Leadership

Harvard Business Review
This article explores the varying degrees of sponsorship as a tool for executives who are looking to sponsor women, and women who are aiming to advance their careers. The spectrum can be a useful tool to address barriers in implementing successful sponsorship programs. The article suggests that sponsorship does not have to be all-or-nothing. Rather sponsorship can be considered a spectrum of behaviour with varying degrees of commitment.

From private to public relationships and from the least commitment to the most, the spectrum of sponsorship includes:

  1. Mentor: Provides personal advice, support, or coaching privately, with a commitment of only time.
  2. Strategizer: A strategizer is an executive who shares “insider information” about advancing in the company. They work with their mentee to strategize how to advance in the company, addressing any barriers the mentee may face within the organization.
  3. Connector: A connector is an executive who introduces and talks up their mentee to influential individuals in their network. This allows them to gauge how their mentee is seen by others.
  4. Opportunity giver: An opportunity giver promotes or assigns their mentee to a project or position with high visibility, within their capacity.
  5. Advocate: This is the classic sponsorship relationship that involves a sponsor advocating someone they are sponsoring for a significant role. In this case, the sponsor not only commits their time but also their reputation.

To learn more, click here.

How to Mentor or Sponsor Women Without Sending the Wrong Message

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ATTRIBUTES
  • Career Development

SOURCE
  • HR Dive

TYPE OF RESOURCE
  • AArticle

TARGET AREA
  • Development, Programs and Initiatives

TARGET UNIT
  • Human Resources, Senior Leadership

LINK TO RESOURCE

How to Mentor or Sponsor Women Without Sending the Wrong Message

HR Dive
This article includes recommendations for mentoring and sponsoring programs to ensure they don’t send the wrong message within the organization.

  1. Have a formal structure.
  2. Get support and commitment from the CEO and senior executives to become sponsors or mentors, and to provide resources for these programs.
  3. Create programs for both women and men. Mentoring and sponsorship programs only for women send the wrong message that women cannot success without extra training and help.
  4. Ensure that the relationships are as diverse as possible. People tend to sponsor people who look like them which could limit opportunities for women, visible minorities, people with disabilities, etc. Aim for multigenerational, multicultural, and multidisciplinary programs.
  5. Establish two-way relationships. Both parties should gain from the relationship.
  6. Establish goals on which both parties agree to determine what the expected results are from the relationship.
  7. Include training for sponsors and protégés as part of the program to ensure both parties understand their roles.

To learn more, click here.